Outcomes strategies metros v2

Measuring & Compelling
Communicating Outcomes
JCC Association Executive Seminar 2013

Brian Hayden

Collaborative Strategies, Inc.

© 2013 | www.getcollaborative.com

1

Agenda!

!   Current Context!

!   Is it Worth It? !

!   Framework!

!   Making it Happen!


2

Deﬁnitions!

!   Outcomes: A measurement of the impact you create as a result
of serving a customer.!
!   Other:!
!   Participation Measures: the number and kinds of people who come
to an event!

!   Demographic Measures: Age, income, religion of a population!

!   …!

!   It’s all good, but it’s not all outcomes…!


3

Changing Funding Landscape!

!   There is a growing need for funding outside the Federation
system.!
!   Evolving donor demands:!
!   You want people to give you money because you are good – not
because you need it. (Jim Collins: Good to Great in the Social
Sector)!

!   Funders “will migrate away from organizations with stirring stories
alone, toward well-managed organizations that can also demonstrate
meaningful, lasting impact.” (Mario Morino: Leap of Reason)!


4

Which of the following statements best characterizes your outcomes
measurement efforts to date?!

Almost all our
programs track
outcomes.!
21%!
We don't track
outcomes in any
meaningful way.!
43%! A few of our
programs track
outcomes.!
36%!
N=15!


5

Which of the following types of donors have asked you for
outcomes reports?!
80%

60%

40% 79%

50%
20%
36%
29%
0%
14%
Foundation y
United Wa ederation 0%
F n 0%
Corporatio jor donor
Ma Board
None


6

Current JCC Outcomes Efforts! (Survey Comments)!

!   For most of our programs, participation and financial outcomes are most relevant.!
!   Until recently we were required to report on outcomes to United Way as part of the
annual funding cycle. Two areas were reviewed each year: Early Childhood and
senior services. Outcome measurements focused on pre-school readiness and social
skill development for young children and the benefits of social engagement for seniors. !
!   1) Acquisition of skills (both physical and emotional). 2) Increased connections,
friends, some feeling of community. 3) Increased identification with Jewish
experiences. 4) Increased philanthropic support directly related to program experience
and satisfaction!
!   Ability of senior adults to maintain living independently based on services provided!
!   How does the program impact users in their Jewish life---be it meeting Jewish
friends, connecting w/Judaism, learning new Jewish rituals.!


7

Tracking Programs and Outcomes
Tracking program and outcome-related data should be the bread-and-butter for nonprofits because it’s one
of the best ways to articulate what they are delivering and the extent to which they are delivering on their
Other Not-for-Proﬁts!
mission. However, fewer than two-thirds of survey respondents said they were measuring information about
programs in which their clients or constituents take part, and just half reported tracking information about
client or constituent outcomes.
90% Tracking
Finding it Useful for Spending or
80% 89% Budgeting Decisions
85%
Finding it Useful for Programming
70% Decisions
73%
60%
50% 59% 59%
49% 50% 49%
40%
41%
30%
20%
10%
0%
Your financial actuals vs budget Information about what programs Information about outcomes
specific clients/constituents take part in of clients/constituents

The ones who are tracking this information find it useful for making decisions about programs, and most of
N=398!
them find it useful for budgeting purposes as well.

As the focus groups showed, the range of programmatic 8

data that nonprofits track runs the gamut of

Agenda!



!   Framework!



9

Order of Operations!
TYPICAL! RIGHT!

How? Why?

What? What?

Why? How?

10

Two General Reasons!

Set Program
Strategy!

Attract  
Funders!


11

Aggregate Funding by Source & Benchmarking Peer Group!

United Way! Foundations! Federation!
14%!
12%!
10%!
8%!
6%!
4%!
2%!
0%!
Small! Medium! Large! Very Large!


12

Where Does Outcomes Measurement Make Sense? !
Right Program?!
No ! ! ! ! !Yes!
!Yes!
Right Funders?!
No ! ! ! !


13

Agenda!



!   Framework!



14

Two Levels!

Overarching!
Jewish Impact!

Functional!
Early Childhood,
Wellness, Senior
Programs, etc.!


15

(Survey Comments)!

How do you assess effectiveness in community-building?!

!   Effectiveness of a JCC in building community should be assessed based on its reach
across the community and connection to different and diverse constituent groups. Its
ability to connect with and engage individuals and groups that affiliate with the
organizations of the Jewish community as well as with unaffiliated segments of the
community.!
!   I am no longer sure what "building Jewish community" actually means. The question
should be whether we effectively build connection to a variety of communities, and how
does that help people live the kind of lives they aspire to live.!
!   Talking to users, gauging interactions with other users and staff, measuring attendance,
turnout at events. Tracking the buzz on webpages.!
!   We are effective when we engage an ever increasing number of diverse participants
through multiple touchpoints over time such that they feel more connected to each
other, Israel and the broader community because of their participation in our programs.!
!   Our language is changing. We are not looking to build Jewish community as much as
we are embarking on a mission which enables life to flourish utilizing Jewish tradition,
values and modalities.!


16

Set aside all limitations associated with data, technology and practicality. What would
be the most powerful, most compelling outcome you would like to track at the JCC?!

“Dream Measure”!

!   How have we enriched your life and meaningfully connected you to Judaism?!
!   The depth of member engagement within the JCC. JCCA Benchmarking gets at some
of this when looking at the number of touch points that members have throughout the
organization…!
!   How one's choice to participate in a program at the JCC, that is in some way informed
by "Jewish," led directly to an improved, happier, better life as deﬁned on one's
own terms. I want everyone to say, " my life is deﬁnitely better because I go to the
JCC and the JCC's approach to Jewish has certainly been a part of that.”!
!   1) That our members feel a stronger connection to being Jewish 2) better health 3) a
greater feeling of well being!
!   The impact our programs have on individuals and families in how they live meaningful
Jewish lives.!


17

Agenda!



!   Framework!



18

Biggest Obstacles!

he following section explores these challenges in greater detail.
30%
25% 27%

20% 24% 23% 22%

15%
10%
5% 6%
0%
Data Expertise Technology Prioritization and Money
Collection/Quality Time

Data Collection
he ability to collect and work with data is a barrier reported by many nonprofits. In the course of the
19
urvey,©we asked specific questions about organizations’ abilities to collect data on programs and on
2013 | www.getcollaborative.com

(Survey Comments)!

What is the single biggest obstacle preventing your JCC from
more effectively measuring outcomes?!
!   Deciding how to survey. Do we do each and every program, as our federation requests
creating overkill, or do we survey a family for the individual feedback.!
!   We do not have the expertise available to adequately frame up an outcomes
measurement paradigm!
!   Hard to get a common definition to measure. Hard to track longitudinally.!
!   The ability to collect and analyze meaningful data.!
!   Discipline and training!

!   Culture!
!   The level of human, financial and time resources necessary to effectively track pre and
post outcome behavior is literally incapacitating!
!   Time to establish quantifiable and measurable performance goals with defined
outcomes and the time to gather necessary information to measure and assess
performance impact based on real time results.!
!   N/A - we do measure. Very time consuming and labor intensive but well worth it.!


20

Are We Focused on the Right Things?!

!
“The challenge of managing to outcomes has little to do
with systems, processes, or technology. The real
challenge is that organizations cannot hope to manage
to outcomes unless they have in place an engaged
board; leadership with conviction; clarity of purpose;
and a supportive performance culture.”!
!
-- Mario Morino: Leap of Reason: Managing to Outcomes In an Era of Scarcity !


21

Implementing Outcomes Measurement!

Do: Measure & Adapt!

Plan: Theory of Change!

Foundation!

Board! Executive! Culture!


22

Readiness Quiz!

Board! Professional Leadership! Culture!
Does your board accept Do you have enough people Does your team value
responsibility for overseeing on your SMT who share a “keeping score”?!
the JCC’s quality and commitment to manage to !
ensure that what you do outcomes? ! Is the mission more than just
beneﬁts those you serve in ! words to the team? Does
material, measurable, and Are the individuals who the team understand how
sustainable ways? ! share a commitment to they contribute to it? !
managing to outcomes the !
Does your board know what
type who “get things done” Does the team have a track-
the organization does to
and have the stature within record of openness to
produce positive results,
the JCC to inﬂuence others? ! change? !
how the JCC actually
!
delivers its services?!
!


23

Document Your “Theory of Change”!

!   How does the JCC create the desired outcomes? !
!   What are the inputs?!
!   What are the key activities? !


24

Theory of Change: Logic Model!
INPUTS/RESOURCES STRATEGIES/ OUTPUTS OUTCOMES IMPACT
PEOPLE: ACTIVITIES For all children
•  Board of Directors Vol. Recruitment # of volunteers Short term: Abused,
•  Staff Vol. Screening (2010 goal = X50) •  100% of children CASA neglected
•  Qualified Volunteers (assessment) serves are free from children have a
•  Children & Families Vol. Training # of children served abuse while in FC safe and
ORGANIZATION: (2010 goal = X15) •  100% of children lived permanent
Pre-service &
•  NCASA with siblings (unless home
•  MOCASA Continuing Education Units of service: detrimental) while in FC
•  Children’s Division Case Assignment •  Volunteer hours •  95% of children in FC
•  Family Court Vol. Support & •  Face to face visits received services to
SUPPORT: Supervision •  Court report grow and develop as
•  United Way (vol. management, (submission) court ordered
•  Deaconess coaching, referrals) •  Recommendations •  95% of children in FC
Foundation Individual Advocacy Plan accepted by visited their parents as
•  Donor Staff Development (team hearing officer court ordered
OTHER: meetings, case Long term:
•  Time consultation with group, 70% of children will be
•  Facilities prof. development) placed in a permanent
•  Equipment (Court hearings, FST’s, home within 18 months of
Supplies monthly visit to child, etc.) CASA appointment


25

Theory of Change: Systems Dynamic Model!


26

Developing a Logic Model!

!   Great activity for the “Program Committee” of the board.!
!   Identify a senior staff champion. !
!   Work backwards.!
!   Get lots of input (think workshops with those interacting with
users)!
!   Consider outside help (a program evaluator or graduate students
from a local university).!
!   What indicators suggest the JCC is on the right track? !
!


27

Ongoing Measurement - Technology!

!   Identify the technology infrastructure!
!   Standalone system? (e.g. Efforts to Outcomes, Apricot, etc.)!
!   Adapt an existing system?!
!   How will you keep score?!
!   Surveys!
!   Standardized tests!
!   …!


28

Regarding the Challenge of Longitudinal Analysis !

Benchmarking: Member Duration! Participant Duration!
(N=22,883)! (N=3,612)!

<1 year!
10+ years! 10+ years! <1 year!
17%!
27%! 21%! 20%!
1-2 years!
13%! 6-10 years!
12%! 1-2 years!
6-10 years! 2-5 years! 19%!
15%! 2-5 years!
28%! 28%!


29

Ongoing Measurement: People & Process!

!   Who’s the champion?!
!   Train front line staff in gathering data. !
!   Train managers in using data. !
!   Expect that the data will be used.!
!   Train the board to hold professionals accountable.!


30

Questions?


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